2014 year report
TRANSCRIPT
DEPARTMENT OF COMMUNICATIONS & INFORMATION MANAGEMENT
Year Report | 2014 | AIESEC In Navi Mumbai
NAVI MUMBAI
INTRODUCTIONCommunication & Information Management in my reality - revolves around CRM, Internal branding and strengthening of basics. We did not vision to generate huge ELD impact as the same would have been
unsustainable. CIM in Navi Mumbai is about optimising those small and neglected actions that will help the local chapter in its long run, it has been about painting the accurate picture of what drives the LC and
then presenting that to the AIESEC Network. CIM has tried and succeeded in forming a culture that focuses on documentation, we have emphasised and sold the idea of simple documentation being converted to knowledge at future right time, having a CRM mechanism in place puts the entire LC at a benefit by being in possession of a metaphorical asset.
2014 CIM realised the importance of TM and CIM synergy, this information will be used for a better 2015 where aspects of internal communication within the Local Chapter, Knowledge Management and Tool
education/implementation will be headed by a Talent Management Vice President.
CIM had almost won the most progressive department at our October Local Conference, coming back from an era where the department had no members and no purpose to a stage where we are recognised
by the local chapter for contribution in a short span of 1 year - makes me end my term on a high.
NAVI MUMBAI
STATE OF PORTFOLIO IN PREVIOUS YEARS
Year State
2012 IM Policy borrowed from AIESEC In Mumbai. No documented initiatives or contribution.
2013Vague understanding of CIM terms, active job role of mere proposal designing and wiki making with no mechanism for
tracking or providing direct impact for EWA/ELD
2014
The year started slow with trail and error in regards to defining the exact intent and plan for 2014, it took pace as
right talent was allocated at relevant times, Designing of Podio usage in core SOPs ensured documentation leading to IM and subsequent KM. Internal branding was given a unique concept and structure - the same can be witnessed on our Discover India page. We successfully supported matching
mania in second half of 2014; Base for business analysis was set to generate a methodology that supports rational and
informed thinking. CRM was strengthened into being a sustainable asset of a sort for years to come. Quality
designing at the right place ensured the elevation of local initiatives and formal communication with stakeholders.
An IM culture was definitely sparked. This will be proved in 2015 where the portfolio has been evolved to provide
maximum ELD support to Front Office.
NAVI MUMBAI
KEY PROJECTS TAKEN UP IN 2014Project Expected Results/Purpose Achieved Results Recommendation for future
CRM System Strengthing
To leave 2014 as a year where CRM was given the same importance as generation of
business.
Audits of every single portfolio was simplified as CRM was followed as a culture throughout the year and the same is intended to be used as knowledge
or an asset at the right and relevant time. Podio is now AIESEC In Navi Mumbai’s CRM tool.
Ensure a strong follow up on the CIM policy, always sell the value of the ideal IM behaviour, selling SHOULD be supported by calculated
returns.
Internal Branding of ‘New Mumbai’
To establish a stable identity for the Navi Mumbai entity.
New Mumbai is promoted uniquely and the same can be found on our City Guide website and
Discover India presence, the same resources were marketed at APXLDS which lead to 9 matches, a matching mania in collaboration with AIESEC In
Jodhpur gave us 3 matches, 2 for Summer and one for Winter.
The brand needs to be invested into in order to start marketing via merchandising; a
calculated analysis should be done to justify the same, EXPA has a lot of scope for
branding and it should be capitalised. Too initiatives may end up spamming the intent
leading to no actual ELD.
EXPA Implementation To educe the local chapter with EXPA process
Designed a portal for sustainable EXPA education for not only Navi Mumbai but also for the AIESEC
network. AIESEC In Navi Mumbai became one of the first LCs to adapt the new system with participating
proactively in reporting bugs and generating educational resources.
EXPA will be continuously developed in the future, the website should be updated from
time to time to ensure the establishment of a resource hub. Alternate methods like taking
live sessions at forums, webinars, etc. should be planned and executed.
Matching website To contribute to ELD by getting direct matchesThough matches were not recorded, the portal/tool
is set to be used as an optimised system for promoting Opportunities (with .net being out of
business). Also, 2 leads were recorded by the portal. CRAZY PROMOTION & UPDATION
City GuideTo provide a consolidated platform showcasing
engagement opportunities to potential and current interns.
The website was successfully promoted across the interns and proved to be a one stop resource hub
for interns.^
Sharing with right audience/potential stakeholders at right time, the website content too has perishable content, update it to match
the relevant time being; make it more interactive. Maybe an app might be a possibility
in future.
NPS EducationTo provide enhanced NPS education to
relevant stakeholders. To establish a healthy response rate.
NPS health checks, clubbed with tutorial PDF and local sessions at GBMs played a part in making AIESEC in Navi Mumbai a leading NPS holding
entity.*
Not much clue here, as the new scoring mechanism will be integrated in EXPA, give
priority to the same nonetheless.
*- Check next page^- Check next pageNAVI MUMBAI
As on November, 2014
Provision of such crucial information helped the Local Chapter to direct its actions in a reactive and calculated manner.
Traffic statistics for our City Guide website.^
*
NAVI MUMBAI
SUMMARY OF 20142014 was a landmark year for CIM as a portfolio in our entity. We have evolved from a year where the intent of CIM was blur and vague. The portfolio was assumed to be an extra burden which provided no tangible support or explanation as to its purpose of existence; 2014 CIM changed it all for AIESEC In Navi Mumbai, this was the first time where CIM was given a chance and I was given the privilege to define it into something of value to the Local Chapter.Starting from scratch, I was both fortunate and unfortunate to define the portfolio as per my views on it. Seeing the reality, I knew that I had to tailor the department to best suit my entity.I strongly believe that CIM is a culture and a behaviour. Establishment of a culture requires a strong base for it to evolve upon; so here my team stood with the responsibility of understanding the requirement as per reality, envisioning the ideal culture and state and then defining a base to build upon. My team & I have stood by this department and made radical changes onto the direct operations of portfolios in order to bring about a slow reform; it was anything but easy. The kind of resistance and doubts that we faced only made us define CIM in a much stronger manner. 2014 AIESEC In Navi Mumbai required an unorthodox approach in its core operations, this can very well be the reason why I decided to name my team as the ‘Mavericks’, my AIESEC journey throughout 2014 is an epitome of living upto my team name. My vision was supported by a group of 4 people and they have played an integral part in evolving CIM into what it is today for our Local Chapter.From a time when countless trackers were made as if they were some sort of a joke to the reality now where anything and everything is standardised, my team has given their 100% and ensured a strong foundation for years to come and years to grow upon. To be situated among megacities like Pune and Mumbai, I have seen my entity in genuine identity crisis; here is where my team took the responsibility of branding our local chapter and giving it a form of relevance and face. We have strived to ensure that our Local chapter is always presented as a thorough professional entity to any and every stakeholder; this was fuelled by my strong belief in the power of well designed and timed communication. I personally believe that my team and I successfully implemented Podio as a CRM tool for AIESEC In Navi Mumbai, this can be evidenced by our thorough planning and formation of SOPs that facilitate a CRM respecting culture.We end 2014 with our vision being evolved into MarComm and TIM; the year has enabled enough understanding of our responsibilities to be shared with other aspects of an LC functioning. We end our year on a high where we take a proud stake for the future growth that AIESEC In Navi Mumbai is destined to see.
NAVI MUMBAI
